PHARMAZ India Case Study: Corporate Values Implementation Strategy

This case study examines the challenges faced by Amrita, a senior financial manager at PHARMAZ India, a subsidiary of the Denmark-based PHARMAZ, in implementing corporate values promoting employee empowerment, equal opportunities, and open communication. The case highlights issues of employee reluctance to take decisions and share information due to competitive pressures. The implemented solution, involving more designations, is critiqued, with an alternative approach proposed. The alternative suggests a decentralized culture where tasks are assigned based on competence and skills, and leadership rotates based on task-specific expertise, fostering a more collaborative and empowered work environment within the finance team.

2) Amrita is senior financial manager at PHARMAZ India, a subsidiary of PHARMAZ
which is headquartered in Denmark. She is in discussion with Neils, who is her senior and has
recently arrived in Bangalore, India from Denmark to discuss with Amrita on how to implement
corporate values of the company in PHARMAZ India. PHARMAZ India mostly looks after the
financial related works of PHARMAZ and all the employees of PHARMAZ India are from a
core finance background with competence to carry tasks of invoicing. PHARMAZ’ headquarter
wants its India subsidiary to introduce corporate values that promotes, employee empowerment,
equal opportunities, and open communication. Amrita has had issues when she tried to empower
her employees and gave them the authority to take decisions; she complains that employees keep
coming back to her for supervision and she also thinks that exchange of ideas and information is
not viable because in Bangalore there is a lot of competition among financial labor forces. People
would not prefer to share their ideas and information out of fear of losing competitive edge in the
market. Neils tells Amrita that users of Bangalore subsidiary have had issues with PHARMAZ
India way of management and working style. Due to no exchange of ideas and information
among employees, it becomes difficult to call PHARMAZ, India and collect information when
the same person who was contacted earlier is not available on the line. Neils and Amrita agrees
that they need to work out a plan to the corporate values (Cardel, 2016).
Neils and Amrita discussed together and implemented more designations within the
organization to promote culture of employee empowerment. Now employees are specifically told
what they are expected to do and what decisions they are expected to take with regard to their
respective positions. Amrita and Neils also introduce peer rating features to promote free
exchange of ideas and information and connected peer rating to promotion and incentives. More
designations have been created to motivate employees towards working independently for

promotion and advancement. If I was Amrita and assigned the task of implementing corporate
values of Pharmaz, I would not have created more designations as that would create more
organizational hierarchy in such small teams. I would have rather preferred to empower
employees by introducing a decentralized culture and do away with the concept of team leader or
supervisor. Every person has some unique abilities and competencies in which he/she is more
competent than others in that particular area. I would have rather divided tasks and activities on
the basis of competence and skills and assigned leadership on the basis of skills related to task in
hand (May, 2019). The person who excels in a given task will lead all his team members in that
given task. Thus, in my team every member every member could become a leader on the basis of
competence and skills (Johnston, 2018).

References
Johnston, K. (2018). azcentral. Retrieved from https://yourbusiness.azcentral.com:
https://yourbusiness.azcentral.com/skillsbased-leadership-theory-16338.html
May, K. (2019, 04 24). Chron. Retrieved from https://smallbusiness.chron.com/:
https://smallbusiness.chron.com/skillsbased-leadeship-theory-31074.html